1. ANUPAM CHAUHAN
UMA BHARTI
MANJU BAGHEL

2. HR Ethics
⌂ No well-established mandatory
professional standards
⌂ Ethics and business knowledge as
important as HR domain expertise
⌂ Each situation requires a judgment call

3. Analyzing HR Dilemmas
⌂ Right v. Wrong
“No one will know if I do not pay taxes on
this under-the-table income, so I can save
myself quite a bit of money.”
⌂ Right v. Right
Selecting the best option

4. Examples of Right v. Right
Dilemmas
⌂ It’s right to tell the truth, but it is also right
to be kind and considerate of peoples’
feelings and emotions.
⌂ It’s right to apply rules and procedures
equally, without favoritism, but it is also
right to give special treatment to hard-
working, dependable, and productive
employees.

5. Examples of Right v. Right Dilemmas
(cont’d)
⌂ It’s right to spend more time adding more
quality to your work but it is also right to
meet deadlines and avoid “diminishing
returns” on your efforts.
⌂ It’s right to be concerned about short-term
results, but it is also right to focus on long-
term growth and stability.

6. Guidelines for Fostering an Ethical
Culture
⌂ Have a well developed policy and
procedures manual
⌂ Enforce policies
⌂ Reward compliance
⌂ Recruit ethical employees
⌂ Create a division to oversee ethics

7. Guidelines for Fostering an Ethical
Culture
⌂ Have a well developed policy and
procedures manual
⌂ Enforce policies
⌂ Reward compliance
⌂ Recruit ethical employees
⌂ Create a division to oversee ethics

8. Ethical culture in worklife
⌂ Honest communication
⌂ Fair treatment
⌂ Special consideration
⌂ Fair competition
⌂ Responsibility to organisation
⌂ Corporate social responsibility
⌂ Respect for law

10. In Past
⌂ In 50’s – Employees were recruited not to question
‘WHY’ but only ‘To do’.
⌂ In 60’s – Terms like manpower, staff and personnel
came to used.
⌂ In Late 70’s – People realized that beyond a point,
productivity depended on people.

11. Evolution Of HR in India
Period Development status Emphasis Role
1920s-1930s Beginning Welfare clerical stroke disciplinary
,dismissal of workers]
1940s-1960s Struggling for Recognition Introduction to HR Administrative
techniques and IR [leave, bonus, retirement etc]
1970s-1980s Strong industrial relations Managerial
and disputes,Regulatory [housing, medical leave etc]
1990s Promising Human values, Executive
productivity through [formulating policies, T&D
people programs, MDPs etc] and
managerial role

12. Starting of hrm in india
⌂ The world’s first management book, titled ‘Arlhashastra’,
written three millennium before Christ, codified many aspects
of human resource practices in Ancient India.
⌂ John Patterson, the president of the company, formed a
personnel department to manage the griefs of workers after a
bitter union strike in 1901.

13. Continued…
⌂ The first Factories Act was adopted in 1881. The
Factory Commission was appointed in 1885. The
Factories Act, 1948 (Amended On 1987).
⌂ In 1929 – Royal commission of labour in India.
⌂ In 1931 – J.H. Whitely recommended the abolition of
‘JOBBER SYSTEM’ and the appointment of labour
officers in industrial enterprises.

14. Continued…
The scope of the function of labour officer was widened during the
second world war such facilities as housing, medical etc.
Labour officer <=> Welfare Officer
Under the Industrial Disputes Act, 1946.
Formulating policies on human resource planning, recruitment and
selection , training and development etc..
Welfare Officer <=> Personnel officer
Under section 49 of factories Act, 1948.

15. Two professional bodies were found
 In 1948 - Indian Institute Of Personal Management (IIPM) at
Kolkata .
 In 1950 - The National Institute Of Labour Management (NILM) at
Mumbai.
 In 1980 – These two professional bodies merged together and
formed ‘National Institute Of Personnel Management’
(NIPM) headquartered at Kolkata.
 In 1990 – Milestone was achieved by renaming of American
‘Society For Personnel Administration’ (ASPA) as
the ‘Society For Human Resource Management’
(SHRM).

16. LIST OF AMENDING ACTS AND
ADAPTATION ORDERS
⌂ The Indian Independence (Adaptation of Central Acts
and Ordinances) Order, 1948.
⌂ The Adaptation of Laws Order, 1950.
⌂ The Part B States (Laws) Act, 1951 (3 of 1951).
⌂ The Industrial Disputes (Amendment and
Miscellaneous Provisions) Act, 1956 (36 of 1956).

17. ContinueD…
 The Industrial Employment (Standing Orders) Amendment
Act, 1961 (16 of 1961) .
 The Industrial Employment (Standing Orders) Amendment
Act, 1963 (39 of 1963).
 The Central Labour Laws (Extension to Jammu and
Kashmir) Act, 1970 (51 of 1970).
 The Industrial Employment (Standing Orders) Amendment
Act, 1982 (18 of 1982).

18. HR PAST AND PRESENT:
04/14/12
18

20. HR Ethics Activities
⌂ Staffing and selection
⌂ Fostering the perception of fairness in the processes
of recruitment and hiring of people.
⌂ Formal procedures
⌂ Interpersonal treatment
⌂ Providing explanation
⌂ Training
⌂ How to recognize ethical dilemmas.
⌂ How to use ethical frameworks (such as codes of
conduct) to resolve problems.
⌂ How to use HR functions (such as interviews and
disciplinary practices) in ethical ways.
© 2005 Prentice Hall 14–20
Inc. All rights reserved.

21. Staffing and selection
⌂ Know your employment law
⌂ Follow the ethical recruitment guidelines
⌂ Use pre-employment information services
⌂ Use reference checking forms

22. Training Practices
⌂ Training (future orientation):
• Education is extremely valued, and training is an extension
of it.
• Entry point training programs (3 to12 months of
orientation).
• Ongoing training programs.
• Development programs (promotions involve training).
• In-house training centers are a common feature in Indian
organizations.
• Deductive learning style in training: Known as “top-down
approach” where learning principles start with general
concepts and move toward specific application.
©SHRM 2008 22

23. Training
⌂ To recognize ethical issues
⌂ Use of ethical guidelines to resolve
problems
⌂ Targets and methods of ethical training

24. HR Ethics Activities (cont’d)
⌂ Performance appraisal
⌂ Appraisals that make it clear the company adheres to
high ethical standards by measuring and rewarding
employees who follow those standards.
⌂ Reward and disciplinary systems
⌂ The organization swiftly and harshly punishes
unethical conduct.
⌂ Workplace aggression and violence
⌂ Taking care that HR actions do not foster perceptions
of inequities that translate into dysfunctional behaviors by
employees.
© 2005 Prentice Hall 14–24
Inc. All rights reserved.

25. Performance Appraisal
⌂ Cultural dimensions of collectivism and power distance make
objective appraisals a challenge.
 Supervisors and subordinates develop close relationships.
 Organizational loyalty is as important as work performance.
 Employee promotions are frequently based on seniority.
⌂ Annual performance appraisals.
⌂ Supervisors provide performance ratings that are frequently inflated
due to personal relationships.
⌂ Employment at will does not exist in India. Employment termination
carries a social stigma.
©SHRM 2008 25

26. Compensation and Benefits
⌂ In addition to a base salary, compensation includes:
⌂ House rent allowance (HRA*).
⌂ Medical allowance.
⌂ Dearness allowance (DA*).
⌂ Leave travel allowance (LTA*).
⌂ Several categories of leave (vacation) exist:
⌂ Sick leave: 7 days (medical certificate required).
⌂ Casual leave: 7 days (for personal and family
emergencies, requires prior permission of boss).
Employees can take maximum 2 days at a time
⌂ Annual leave: 3 weeks (after one year of employment).
⌂ Federal holidays: About 20 days.
©SHRM 2008 26

27. Compensation and Benefits
⌂ Retirement age:
⌂ 55-60 years (private sector);.
⌂ 60 years (public sector).
⌂ Retirement Benefits: Employees receive two lump-sum payments when they
retire:
⌂ Provident Fund (similar to 401(k))
• Typical contributions: 10-12 percent of base salary (employer and
employee).
• Payable on retirement, voluntary separation, death.
⌂ Gratuity
• Only employer contributes (15 days salary per year of service).
• Tax-exempt for employees.
• Payable on retirement, voluntary separation, death.
©SHRM 2008 27

28. Compensation and Benefits
⌂ Organizations are seen as an extension of the family.
 Provide both short-term and long-term personal loans.
 Personal loans for housing, car, home maintenance and family
emergencies.
 Loan amounts vary by position and level in organization.
 All employees after their probation (confirmation) period are eligible.
⌂ Many medium and large organizations have cafeterias with
subsidized lunch facilities.
©SHRM 2008 28

29. Compensation and Benefits
⌂ Executives receive special benefits to reflect status such as:
• Club memberships.
• Overseas training.
• Company housing.
• Company cars.
⌂ Provided with drivers.
⌂ International cars.
⌂ Operational and maintenance costs.
• Phone bill reimbursements.
⌂ Organizations provide business and cell phones.
©SHRM 2008 29

30. Equal opportunity laws
⌂ Age discrimination
⌂ Disability
⌂ Ethnic/National origin, colour, race,
religion, gender
⌂ Fair labour standards

31. Reward and disciplinary
systems
⌂ Performance appraisal
⌂ Appeals and grievance procedure
⌂ Discipline system

32. Ethical discipline
⌂ People not employees
⌂ Job description is clear
⌂ ”What to do ” attitude compared to ”Don’t
do this” attitude
⌂ Top managers example

33. Effective dismissal
⌂ Factors
⌂ Legal and valid reasons for dismissal
⌂ Explain the reasons
⌂ Be firm with your decision
⌂ Process
⌂ Informal action
⌂ Disciplinary meeting
⌂ First written warning
⌂ Second written warning

34. Termination interview
⌂ Be straightforward
⌂ Explain the purpose of the interview
⌂ Benefits after losing the job
⌂ Document the exit interview
⌂ Be prepared for questions

36.  A salary and benefit audit identifies a grading error which
advantages a high performing employee, but the manager
instructs that the error be concealed
 A senior manager's serious disciplinary offence is hushed
up, while for the same misconduct, ER practitioners have
instructions to institute an immediate disciplinary enquiry in
the case of junior managers and line supervisors
 A line manager dismisses an employee with a known
terminal illness, or a disability, which causes the family to lose
the death benefit, and leave with nothing, even though the
employee could have been retained until demise;

37. In a labour dispute in the High Court , the ER Manager or
legal representative deliberately does not call the HR
practitioner as a key witness, and crucial evidence is not
given and an unfair outcome happens
 In the recruitment process, a Safety Manager places
pressure on an HR practitioner to disclose confidential health
status information, which is then used to justify not hiring the
person
 The HR executive places insurance business with a
specific insurer or broker in order to receive a kickback or
commission for doing so

38. The employer's Employment Equity Plan as submitted to
the Department of Labour is deliberately not being followed;
An contracted-in medical practitioner decides to side with
the IR Manager in a disciplinary enquiry into an allegation of
misconduct for intoxication at work, to maintain good
relations and keep their contract with the employer
 A Safety Manager ignores a medical practitioner's Health
Risk Report, or fails to respond within a reasonable time (or
to respond at all) to the key safety and health compliance
recommendations by the doctor in it

39.  An HR Manager pressurises the medical practitioner to
declare an employee unsafe, to allow the employee to be
removed from their post or to dismiss or retrench them;
 A line manager or senior practitioner appoints his or her
relative or business associate in contravention of the
established recruitment procedure
 An employed practitioner decides not to confront the
Manager they report to, because the annual performance
review cycle is coming up;
 A line manager refuses to establish posts which can be used
for return to work from benefits or sick leave, or to provide 'light
duty';

40. Human Costs
⌂ Unethical business environments can:
⌂ Demotivate individuals
⌂ Make good employees leave the company
⌂ Attract unethical employees
⌂ Lead to the lack of trust by the employees for
the company

42. What Is Trade Union?
⌂ A trade union or labour union is an
organization of workers who have banded
together to achieve common goals in key
areas such as wages, hours, and working
conditions.

43. Role of trade unions
⌂ To negotiate better wages with the employers
⌂ Basic pay, Overtime payments, pensions
⌂ To negotiate the number of working hours
⌂ To ask for suitable holidays
⌂ Maternity & Paternity rights
⌂ To demand for better working conditions
⌂ Health rights, Safety rights
⌂ Unions also help with educating & training of
workers to improve skills

44. Role of trade unions
⌂ Unions sometimes participate in measures to
improve product demand.
⌂ Unions sometimes provide workers benefits like
pay during strikes, sickness & unemployment.
⌂ Some Unions are also known to run co-operative
societies to offer benefits like loans at lower
interest rates.
⌂ Unions work with the governments to introduce
legislations to benefit workers – example fixing a
national minimum wage.

45. Social responsibilities of trade unions
include:
⌂ promoting and maintaining national
integration by reducing the number of
industrial disputes
⌂ incorporating a sense of corporate social
responsibility in workers
⌂ achieving industrial peace

46. Trade Unions & Wage Claims
⌂ Trade Unions demand wage increase
on account of
⌂ Hard work & increased productivity
⌂ Increased profits
⌂ Comparing wages of similar workers –
Comparability argument
⌂ Increased cost of living

47. INDUSTRIAL ACTION

48. Some Images Of Trade Unions

49. Strikes
⌂ A strike is a very powerful weapon used by trade
unions and other labor associations to get their
demands accepted. It generally involves quitting
of work by a group of workers for the purpose of
bringing the pressure on their employer so that
their demands get accepted. When workers
collectively cease to work in a particular
industry, they are said to be on strike.

50. Causes of strikes
Strikes can occur because of the following reasons:
⌂ Dissatisfaction with company policy
⌂ Salary and incentive problems
⌂ Increment not up to the mark
⌂ Wrongful discharge or dismissal of workmen
⌂ Withdrawal of any concession or privilege
⌂ Hours of work and rest intervals
⌂ Leaves with wages and holidays
⌂ Bonus, profit sharing, Provident fund and gratuity
⌂ Retrenchment of workmen and closure of establishment
⌂ Dispute connected with minimum wages

51. Legal Aspects Of HRM
⌂ Discrimination
⌂ When someone is denied a job or position for non job related reasons
⌂ Equal Employment Opportunity
⌂ The right to employment and advancement without regard to race,
religion, sex, color or national origin
⌂ Affirmative Action
⌂ An effort to give preference in employment to women or other minorities
⌂ Comparable Worth
⌂ Persons performing jobs of similar worth should receive comparable pay
⌂ Bona-fide Occupational Qualifications
⌂ Employment criteria justified by capacity to perform a job

52. Legal Aspects Of HRM

53. UNETHICAL PRACTICES
⌂ Worker Adjustment and Retraining Notification
Act (1989)
⌂ Employment losses covered by the law:
⌂ Terminations other than discharges for cause, voluntary
departures, or retirement
⌂ Layoffs exceeding six months
⌂ Reductions of more than 50% in employee’s work hours
during each month of any six-month period.
⌂ Penalty for failing to give notice
⌂ One day’s pay and benefits to each employee for each day’s
notice that should have been given, up to 60 days.
© 2005 Prentice Hall Inc. All 14–53
rights reserved.

54. Layoffs
⌂ Layoff are not terminations.
⌂ Temporary layoffs occur when:
⌂ There is no work available for employees.
⌂ Management expects the no-work situation to
be temporary and probably short term.
⌂ Management intends to recall the employees
when work is again available.
© 2005 Prentice Hall 14–54
Inc. All rights reserved.

55. Bumping/Layoff Procedures
⌂ Seniority is usually the ultimate determinant of who will
work.
⌂ Seniority can give way to merit or ability, but usually only
when no senior employee is qualified for a particular job.
⌂ Seniority is usually based on the date the employee
joined the organization, not the date he or she took a
particular job.
⌂ Companywide seniority allows an employee in one job to
bump or displace an employee in another job, provided
the more senior person can do the job without further
training.
© 2005 Prentice Hall 14–55
Inc. All rights reserved.

56. Alternatives to Layoffs
⌂ Voluntarily reducing employees’ pay to keep everyone
working.
⌂ Concentrating employees’ vacations during slow periods.
⌂ Taking voluntary time off to reduce the employer’s
payroll.
⌂ Taking a “rings of defense approach” by hiring temporary
workers that can be let go early.
© 2005 Prentice Hall 14–56
Inc. All rights reserved.

57. FACTORIES ACT, 1948.

58. INTRODUCTION
In India the first Factories Act was passed in 1881. This Act
was basically designed to protect children and to provide few
measures for health and safety of the workers. This law was
applicable to only those factories, which employed 100 or
more workers. In 1891 another factories Act was passed
which extended to the factories employing 50 or more
workers.

59. Definition of a Factory:-
“Factory” is defined in Section 2(m) of the Act. It means any premises
including the precincts thereof-
ii. Whereon ten or more workers are working, or were working on any day
of the preceding twelve months, and in any part of which a manufacturing
process is being carried on with the aid of power, or is ordinarily so
carried on; or
iii. Whereon twenty or more workers are working, or were working on any
day of the preceding twelve months, and in any part of which a
manufacturing process is being carried on without the aid of power, or is
ordinarily so carried on;
But does not include a mine subject to the operation of the Mines Act,1952 or
a mobile unit belonging to the Armed forces of the Union, a railway
running shed or a hotel, restaurant or eating place.

60. Employee Privacy
⌂ Employee privacy violations upheld by courts:
⌂ Intrusion (locker room and bathroom surveillance)
⌂ Publication of private matters
⌂ Disclosure of medical records
⌂ Appropriation of an employee’s name or likeness
⌂ Actions triggering privacy violations:
⌂ Background checks
⌂ Monitoring off-duty conduct and lifestyle
⌂ Workplace searches
⌂ Monitoring of workplace
© 2005 Prentice Hall Inc. All 14–60
rights reserved.

61. Managing Dismissals
⌂ Dismissal
⌂ Involuntary termination of an employee’s employment
with the firm.
⌂ Terminate-at-will rule
⌂ Without a contract, the employee can resign for any
reason, at will, and the employer can similarly dismiss
the employee for any reason (or no reason), at will.
⌂ Limitations on “terminate-at-will”
⌂ Violation of public
⌂ Implied contract
⌂ Good faith
© 2005 Prentice Hall Inc. All 14–61
rights reserved.

62. mployer to ensure health of workers pertaining to
Cleanliness Disposal of wastes and effluents -Sec 12
Ventilation and temperature dust and fume - Sec 13
Overcrowding Artificial humidification Lighting – Sec. 14
Drinking water Spittoons. - Sec. 18

63. afety Measures
Fencing of machinery – Sec. 21
Work on near machinery in motion. – Sec 22
Employment prohibition of young persons on dangerous
machines. – Sec 23
Self-acting machines.- Sec 25
Casing of new machinery.-for cutting off power. – Sec 24
Striking gear and devices Sec 26
Prohibition of employment of women and children near cotton-
openers.- Sec 27

64. Welfare Measures
• Washing facilities – Sec 42
• Facilities for storing and drying clothing – Sec 43
• Facilities for sitting – Sec 44
• First-aid appliances – one first aid box not less than one for
every 150 workers– Sec 45
• Canteens when there are 250 or more workers. – Sec 46
• Shelters, rest rooms and lunch rooms when there are 150
or more workers. – Sec 47
• Crèches when there are 30 or more women workers. – Sec

65. Working Hours, Spread Over & Overtime of Adults
• Weekly hours not more than 48 - Sec: 51
• Daily hours, not more than 9 hours. - Sec: 54
• Intervals for rest at least ½ hour on working for 5
hours. - Sec: 55
• Spread over not more than 10½ hours. - Sec: 56
• Overlapping shifts prohibited. - Sec: 58
• Extra wages for overtime double than normal rate of
wages - Sec:59
• Restrictions on employment of women before 6AM and
beyond 7 PM. - Sec: 60

66. Annual Leave with Wages
• A worker having worked for 240 days @ one day for every
20 days and for a child one day for working of 15 days.
• Accumulation of leave for 30 days.
Sec. 79

67. Sec.92 to 106
OFFENCE PENALTIES
• For contravention of the Provisions of the Act or • Imprisonment upto 2 years or fine upto
Rules Rs.1,00,000 or both
• On Continuation of contravention • Rs.1000 per day
• On contravention of Chapter IV pertaining to
safety or dangerous operations. Not less than Rs.25000 in case of death.
Not less than Rs.5000 in case of serious injuries.
• Subsequent contravention of some provisions • Imprisonment upto 3 years or fine not less than
Rs.10, 000 which may extend to Rs.2, 00,000.
• Obstructing Inspectors • Imprisonment upto 6 months or fine upto
Rs.10, 000 or both.
• Wrongful disclosing result pertaining to results • Imprisonment upto 6 months or fine upto
of analysis. Rs.10, 000 or both.
• For contravention of the provisions of Sec.41B,
41C and 41H pertaining to compulsory disclosure Imprisonment upto 7 years with fine upto Rs.2,
of information by occupier, specific responsibility 00,000 and on continuation fine @ Rs.5, 000 per
of occupier or right of workers to work imminent day.
danger.

68. Coping with Turbulent Times in the Indian Aviation
Industry
Jet airways layoff- what kind of
HRM?

69. THE CASE
⌂ The case is about the retrenchment drama that
unfolded in one of India’s leading aviation companies,
Jet Airways (India) Limited in Oct 2008.
⌂ More than thousand employees were laid off.
⌂ It was a part of major Cost-cutting exercise to tackle
Global slowdown and price hike of Aviation fuel.

70. The retrenchment drama
unfolds…..
⌂ Oct 16, 2008, Jet announced that it would lay off
nearly 1,100 of its staffs to streamline operation.
⌂ A day after it had already laid off around 800 of
its cabin crew members.
⌂ Simultaneously announced second phase of
lay-off of 1100 employees, mainly from
departments like flight attendant, cockpit crew
etc.

71. Retrenchment drama
unfolds……
⌂ Amidst great furor and opposition by various
organizations and political parties, Naresh
Goyal , chairman of Jet, reinstated the
employees a day later the great emotional
drama.
⌂ November 2008, Jet decided on a 20% cut in
the salaries of its pilots, engineers, and some
other staffs.

72. Some salient issues……
⌂ Employees were FIRED with no PRIOR
NOTICE
⌂ The entire force of unconfirmed staff was being
laid off on a 30-day compensation package
⌂ Company took action only against lower staffs.

73. Ethical issues……
Some most crucial questions unanswered….
Where would those 1900 employees go?
 Why took action only against lower grade
staffs?
 Senior management was very less affected.
 What would be the future of those students
currently taking courses in cabin crew,
captain etc?

74. Ethical issues…….
 Why did the Jet CEO enter the competitive
market, instead of playing down after foreseeing
risks?
Some quotes made by higher officials…..
"A total of 1,900 people are being served separation notice. 800 have already
been served notice. In the next few days the others will also be served notice. It
is an attempt to save the jobs of remaining 11,100 employees,“
Saroj Datta (Exe Director)
“It is a difficult decision but we had to take it,”
Wolfgang Schaeur (CEO)
It throws a serious question towards the accountability
of an organization to its employees……….

75. Some observations…..
 The very existence of any company is
because of its employees.
 Company keeps on focusing on customer
satisfaction when its own people are so
highly dissatisfied.
 Employees are more than just-a-
resource.

76. Protest against management……

77. Points to ponder
 No company would know of a risk over night, its
built over a period and there should not be any
drastic decision which may endanger its
employees.
 More accountability from top management.
 The role of HR executive is important to
ascertain that people’s interests are not left
aside in the race for profits
 The HR executive to ensure no discrimination in
pay cut and lay off.
 Before reaching to decision, make environment
conducive to acceptance of decision.

78. General aspects

79. Questions for discussion
Q.Can there should be separate canteen for
top level management and lower level
management?

80. Q.Should IIM charge high fee
than other B-School?

81. Before joining any MBA Course)
What - What type of institutes you can get admission?
Why - Why you want to do MBA – for getting good job , starting your
own company as an entrepreneur or getting one more degree?
Where - Where can you afford to do MBA – Foreign Country, any
reputed institute in India or any institute with low budget ?
When - When you want to do MBA – Just after graduation, after getting
4 -5 years experience, or along with your job?
How - How will you pay back your fees and ROI for the same?
Which - Which specialization attracts you or can get job for you?

82. All reputed B Schools of North America, Europe and Oceania are very
costly – Fees & Stay costs varying from Rs 30 Lakhs to 60 Lakhs (all
inclusive)
The popular institutes like ISB (Hyderabad), IIMs etc
normally charge between Rs 7 Lakhs to Rs 20 Lakhs (New IIMs and
management institutes of IITs charge less).
FMS Delhi charges very less fees for their high quality education, but
most of other institutes approved or run by Govt. Universities charging very
low fees are other type of FMS (Factory for Management
Studies!) giving very low quality education, without proper faculty, facility
and infrastructure.
Any private institute charging less than Rs 3 or 4 Lakhs fees may not
be in position to impart high standard education.
But private B Schools charging high fees and comparing them with
IIMs, also may not be providing good quality education . These could
be other type of IIM – ‘Interested In Money!’ only.

83. Categorization of MBA colleges in India and their
fee structure
The business schools in India are categorized into three. They
are Class-A, Class-B and Class-C.
The B-Schools coming under Class-A are the most reputed
institutes in the country offering MBA courses. One of the
examples for the Class-A institutions is the Indian Institute of
Management. There are 10 IIM’s that are spread all over the
country. The admission in these institutes is given only for the
outstanding students. Thus the fee structure for the programmes
in these institutes will also be higher. To pursue the MBA
graduation from IIM, one has to pay about Rs. 12 lakhs. The
present scenario states that IIM is going to raise the fee
structure for the MBA programmes. In such situation students
have to spend around Rs.15 lakhs in order to pursue degree
from these institutes.

84. The Class-B institutes are considered as the second top option
chosen by the students who fail to land up in IIMs. This class
includes the B-Schools like XLRI, Narsee Monjee, FMS Delhi and
many more. For pursuing MBA in these institutions students have
to spend around Rs.5 to 8 lakhs. It will vary according to the
institute.
The Class-C institutions are the last choice favored by the
students for pursuing MBA. These least choice institutes charges
around Rs.2 to 6 lakhs for the two year programme.
The admission to all these institutions is made based on the score
obtained by the candidates in the concerned entrance
examinations organized by the universities. Some of the entrance
tests for MBA in India are MAT, CAT, XAT, etc.
Besides all, the reputed business institutions in abroad charges
around Rs.20 to 30 lakhs and this is considered as the standard
fees for the MBA courses offered there.

85. IIM is an option but not the only option

86. Thank You.